Analysis of companies, products, and user strategies in the area of business intelligence. Related subjects include:
Many of the companies I talk with boast of freeing business analysts from reliance on IT. This, to put it mildly, is not a unique value proposition. As I wrote in 2012, when I went on a history of analytics posting kick,
- Most interesting analytic software has been adopted first and foremost at the departmental level.
- People seem to be forgetting that fact.
In particular, I would argue that the following analytic technologies started and prospered largely through departmental adoption:
- Fourth-generation languages (the analytically-focused ones, which in fact started out being consumed on a remote/time-sharing basis)
- Electronic spreadsheets
- 1990s-era business intelligence
- Fancy-visualization business intelligence
- Predictive analytics
- Text analytics
- Rules engines
What brings me back to the topic is conversations I had this week with Paxata and Metanautix. The Paxata story starts:
- Paxata is offering easy — and hopefully in the future comprehensive — “data preparation” tools …
- … that are meant to be used by business analysts rather than ETL (Extract/Transform/Load) specialists or other IT professionals …
- … where what Paxata means by “data preparation” is not specifically what a statistician would mean by the term, but rather generally refers to getting data ready for business intelligence or other analytics.
Metanautix seems to aspire to a more complete full-analytic-stack-without-IT kind of story, but clearly sees the data preparation part as a big part of its value.
If there’s anything new about such stories, it has to be on the transformation side; BI tools have been helping with data extraction since — well, since the dawn of BI. Read more
|Categories: Business intelligence, Datameer, EAI, EII, ETL, ELT, ETLT, Predictive modeling and advanced analytics, Progress, Apama, and DataDirect||9 Comments|
A significant fraction of IT professional services industry revenue comes from data integration. But as a software business, data integration has been more problematic. Informatica, the largest independent data integration software vendor, does $1 billion in revenue. INFA’s enterprise value (market capitalization after adjusting for cash and debt) is $3 billion, which puts it way short of other category leaders such as VMware, and even sits behind Tableau.* When I talk with data integration startups, I ask questions such as “What fraction of Informatica’s revenue are you shooting for?” and, as a follow-up, “Why would that be grounds for excitement?”
*If you believe that Splunk is a data integration company, that changes these observations only a little.
On the other hand, several successful software categories have, at particular points in their history, been focused on data integration. One of the major benefits of 1990s business intelligence was “Combines data from multiple sources on the same screen” and, in some cases, even “Joins data from multiple sources in a single view”. The last few years before application servers were commoditized, data integration was one of their chief benefits. Data warehousing and Hadoop both of course have a “collect all your data in one place” part to their stories — which I call data mustering — and Hadoop is a data transformation tool as well.
As part of my series on the keys to and likelihood of success, I outlined some examples from the DBMS industry. The list turned out too long for a single post, so I split it up by millennia. The part on 20th Century DBMS success and failure went up Friday; in this one I’ll cover more recent events, organized in line with the original overview post. Categories addressed will include analytic RDBMS (including data warehouse appliances), NoSQL/non-SQL short-request DBMS, MySQL, PostgreSQL, NewSQL and Hadoop.
DBMS rarely have trouble with the criterion “Is there an identifiable buying process?” If an enterprise is doing application development projects, a DBMS is generally chosen for each one. And so the organization will generally have a process in place for buying DBMS, or accepting them for free. Central IT, departments, and — at least in the case of free open source stuff — developers all commonly have the capacity for DBMS acquisition.
In particular, at many enterprises either departments have the ability to buy their own analytic technology, or else IT will willingly buy and administer things for a single department. This dynamic fueled much of the early rise of analytic RDBMS.
Buyer inertia is a greater concern.
- A significant minority of enterprises are highly committed to their enterprise DBMS standards.
- Another significant minority aren’t quite as committed, but set pretty high bars for new DBMS products to cross nonetheless.
- FUD (Fear, Uncertainty and Doubt) about new DBMS is often justifiable, about stability and consistent performance alike.
A particularly complex version of this dynamic has played out in the market for analytic RDBMS/appliances.
- First the newer products (from Netezza onwards) were sold to organizations who knew they wanted great performance or price/performance.
- Then it became more about selling “business value” to organizations who needed more convincing about the benefits of great price/performance.
- Then the behemoth vendors became more competitive, as Teradata introduced lower-price models, Oracle introduced Exadata, Sybase got more aggressive with Sybase IQ, IBM bought Netezza, EMC bought Greenplum, HP bought Vertica and so on. It is now hard for a non-behemoth analytic RDBMS vendor to make headway at large enterprise accounts.
- Meanwhile, Hadoop has emerged as serious competitor for at least some analytic data management, especially but not only at internet companies.
Otherwise I’d say: Read more
I’m commonly asked to assess vendor claims of the kind:
- “Our system lets you do multiple kinds of processing against one database.”
- “Otherwise you’d need two or more data managers to get the job done, which would be a catastrophe of unthinkable proportion.”
So I thought it might be useful to quickly review some of the many ways organizations put multiple data stores to work. As usual, my bottom line is:
- The most extreme vendor marketing claims are false.
- There are many different choices that make sense in at least some use cases each.
Horses for courses
It’s now widely accepted that different data managers are better for different use cases, based on distinctions such as:
- Short-request vs. analytic.
- SQL vs. non-SQL (NoSQL or otherwise).
- Expensive/heavy-duty vs. cheap/easy-to-support.
Vendors are part of this consensus; already in 2005 I observed
For all practical purposes, there are no DBMS vendors left advocating single-server strategies.
Vendor agreement has become even stronger in the interim, as evidenced by Oracle/MySQL, IBM/Netezza, Oracle’s NoSQL dabblings, and various companies’ Hadoop offerings.
Multiple data stores for a single application
We commonly think of one data manager managing one or more databases, each in support of one or more applications. But the other way around works too; it’s normal for a single application to invoke multiple data stores. Indeed, all but the strictest relational bigots would likely agree: Read more
After visiting California recently, I made a flurry of posts, several of which generated considerable discussion.
- My claim that Spark will replace Hadoop MapReduce got much Twitter attention — including some high-profile endorsements — and also some responses here.
- My MemSQL post led to a vigorous comparison of MemSQL vs. VoltDB.
- My post on hardware and storage spawned a lively discussion of Hadoop hardware pricing; even Cloudera wound up disagreeing with what I reported Cloudera as having said. Sadly, there was less response to the part about the partial (!) end of Moore’s Law.
- My Cloudera/SQL/Impala/Hive apparently was well-balanced, in that it got attacked from multiple sides via Twitter & email. Apparently, I was too hard on Impala, I was too hard on Hive, and I was too hard on boxes full of cardboard file cards as well.
- My post on the Intel/Cloudera deal garnered a comment reminding us Dell had pushed the Intel distro.
- My CitusDB post picked up a few clarifying comments.
Here is a catch-all post to complete the set. Read more
I caught up with my clients at MongoDB to discuss the recent MongoDB 2.6, along with some new statements of direction. The biggest takeaway is that the MongoDB product, along with the associated MMS (MongoDB Management Service), is growing up. Aspects include:
- An actual automation and management user interface, as opposed to the current management style, which is almost entirely via scripts (except for the monitoring UI).
- That’s scheduled for public beta in May, and general availability later this year.
- It will include some kind of integrated provisioning with VMware, OpenStack, et al.
- One goal is to let you apply database changes, software upgrades, etc. without taking the cluster down.
- A reasonable backup strategy.
- A snapshot copy is made of the database.
- A copy of the log is streamed somewhere.
- Periodically — the default seems to be 6 hours — the log is applied to create a new current snapshot.
- For point-in-time recovery, you take the last snapshot prior to the point, and roll forward to the desired point.
- A reasonable locking strategy!
- Document-level locking is all-but-promised for MongoDB 2.8.
- That means what it sounds like. (I mention this because sometimes an XML database winds up being one big document, which leads to confusing conversations about what’s going on.)
- Security. My eyes glaze over at the details, but several major buzzwords have been checked off.
- A general code rewrite to allow for (more) rapid addition of future features.
The name of this blog comes from an August, 2005 column. 8 1/2 years later, that analysis holds up pretty well. Indeed, I’d keep the first two precepts exactly as I proposed back then:
- Task-appropriate data managers. Much of this blog is about task-appropriate data stores, so I won’t say more about them in this post.
- Drastic limitations on relational schema complexity. I think I’ve been vindicated on that one by, for example:
- NoSQL and dynamic schemas.
- Schema-on-read, and its smarter younger brother schema-on-need.
- Limitations on the performance and/or allowed functionality of joins in scale-out short-request RDBMS, and the relative lack of complaints about same.
- Funky database design from major Software as a Service (SaaS) vendors such as Workday and Salesforce.com.
- A whole lot of logs.
I’d also keep the general sense of the third precept, namely appropriately-capable data integration, but for that one the specifics do need some serious rework.
For starters, let me say: Read more
|Categories: About this blog, Business intelligence, Database diversity, EAI, EII, ETL, ELT, ETLT, Investment research and trading, NoSQL, Schema on need||2 Comments|
In 1981, Gerry Chichester and Vaughan Merlyn did a user-survey-based report about transaction-oriented fourth-generation languages, the leading application development technology of their day. The report included top-ten lists of important features during the buying cycle and after implementation. The items on each list were very similar — but the order of the items was completely different. And so the report highlighted what I regard as an eternal truth of the enterprise software industry:
What users value in the product-buying process is quite different from what they value once a product is (being) put into use.
Here are some thoughts about how that comes into play today.
Wants outrunning needs
1. For decades, BI tools have been sold in large part via demos of snazzy features the CEO would like to have on his desk. First it was pretty colors; then it was maps; now sometimes it’s “real-time” changing displays. Other BI features, however, are likely to be more important in practice.
2. In general, the need for “real-time” BI data freshness is often exaggerated. If you’re a human being doing a job that’s also often automated at high speed — for example network monitoring or stock trading — there’s a good chance you need fully human real-time BI. Otherwise, how much does a 5-15 minute delay hurt? Even if you’re monitoring website sell-through — are your business volumes really high enough that 5 minutes matters much? eBay answered “yes” to that question many years ago, but few of us work for businesses anywhere near eBay’s scale.
Even so, the want for speed keeps growing stronger.
3. Similarly, some desires for elastic scale-out are excessive. Your website selling koi pond accessories should always run well on a single server. If you diversify your business to the point that that’s not true, you’ll probably rewrite your app by then as well.
4. Some developers want to play with cool new tools. That doesn’t mean those tools are the best choice for the job. In particular, boring old SQL has merits — such as joins! — that shiny NoSQL hasn’t yet replicated.
5. Some developers, on the other hand, want to keep using their old tools, on which they are their employers’ greatest experts. That doesn’t mean those tools are the best choice for the job either.
6. More generally, some enterprises insist on brand labels that add little value but lots of expense. Yes, there are many benefits to vendor consolidation, and you may avoid many headaches if you stick with not-so-cutting-edge technology. But “enterprise-grade” hardware failure rates may not differ enough from “consumer-grade” ones to be worth paying for.
|Categories: Benchmarks and POCs, Business intelligence, Cloud computing, Clustering, Data models and architecture, Data warehousing, NoSQL, Software as a Service (SaaS), Vertica Systems||3 Comments|
For quite some time, one of the most frequent marketing pitches I’ve heard is “Analytics made easy for everybody!”, where by “quite some time” I mean “over 30 years”. “Uniquely easy analytics” is a claim that I meet with the greatest of skepticism.* Further confusing matters, these claims are usually about what amounts to business intelligence tools, but vendors increasingly say “Our stuff is better than the BI that came before, so we don’t want you to call it ‘BI’ as well.”
*That’s even if your slide deck doesn’t contain a picture of a pyramid of user kinds; if there actually is such a drawing, then the chance that I believe you is effectively nil.
All those caveats notwithstanding, there are indeed at least three forms of widespread analytics:
- Fairly standalone, eas(ier) to use business intelligence tools, sometimes marketed as focusing on “data exploration” or “data discovery”.
- Charts and graphs integrated or at least well-embedded into production applications. This technology is on a long-term rise. But in some sense, integrated reporting has been around since the invention of accounting.
- Predictive analytics built into automated systems, for example ad selection. This is not what is usually meant by the “easy analytics” claim, and I’ll say no more about it in this post.
It would be nice to say that the first two bullet points represent a fairly clean operational/investigative BI split, but that would be wrong; human real-time dashboards can at once be standalone and operational.
From time to time I like to do “what I’m working on” posts. From my recent blogging, you probably already know that includes:
- Hadoop (always, and please see below).
- Analytic RDBMS (ditto).
- NoSQL and NewSQL.
- Specifically, SQL-on-Hadoop
- Spark and other memory-centric technology, including streaming.
- Public policy, mainly but not only in the area of surveillance/privacy.
- General strategic advice for all sizes of tech company.
Other stuff on my mind includes but is not limited to:
1. Certain categories of buying organizations are inherently leading-edge.
- Internet companies have adopted Hadoop, NoSQL, NewSQL and all that en masse. Often, they won’t even look at things that are conventional or expensive.
- US telecom companies have been buying 1 each of every DBMS on the market since pre-relational days.
- Financial services firms — specifically algorithmic traders and broker-dealers — have been in their own technical world for decades …
- … as have national-security agencies …
- … as have pharmaceutical research departments.
Fine. But what really intrigues me is when more ordinary enterprises also put leading-edge technologies into production. I pester everybody for examples of that.